Leadership vs Management – by Arthie Moore

Leadership Coach

Arthie Moore

This is an beautifully conceived and written article by Arthie Moore! The next article will be under her own name!

We need a fresh perspective on a subject that seems to evolve constantly, so my take is this. The beauty of Leadership is that you do not have to know everything!

What I really love about the concept of Leadership is that we are constantly growing, learning, evolving and changing with the times. There is no set style of Leadership that appeals to any one person. As we listen to the various great minds on the subject of leadership, our own minds take it all in and we adjust our behaviours to suit the teams we decide to experiment on.

We wait, watch with bated breath and when our teams survive our onslaught of new ideas, we continue forward. You see, I believe that Leadership is all about behaviour. It is a changing of the mindset of our daily behaviours to get different results from the people around us.

With the adjusting of our behaviours, we create expectations. We create an environment that is conducive to empowering, inspiring, motivating, enlightening and kicking our teams into a higher gear to achieve a higher goal or bigger vision.

Listening to Paul Martinelli speaking at a Live Event in Florida, made a huge difference to my thinking in an instant. He said, “If you want to change what is going on outside, you must first change the inside.”

Now that is what I am talking about. A good leader will constantly change his/her mindset to get greater results by changing themselves first. The example of good leadership as always will come back to how effective he/she is personally.

Are they good communicators? Are they understanding of the ever changing circumstances, environment, diversities, setbacks and personal issues in the work environment or are they stuck. See, being stuck means that the person is merely managing how the team works and pushes them to achieve deadlines, goals and visions of the company, in the same way that it has always been done.

Leadership means that the person of Influence, inspires the team to surpass their goals with excitement and pleasure and they enjoy pushing themselves! Teams will look to their Leader for guidance, support and advice because they know that the leader is there to help them as opposed to a Manager who generally tells, instructs and manages the outcomes, whilst putting out fires.

You see, the relationship between a leader and their teams comes back down to behaviour.

  • How influential is the person?
  • Do people trust, respect and honour their leader?
  • What is the attitude of the leader or manager?
  • How open minded is the person?
  • Do they invest in their people?
  • Are they constantly evolving with the times?
  • Are they inclusive, questioning, supportive, thoughtful and clear in their communication?
  • Do they seek potential amongst their teams and develop them?

There is a huge difference between leading and managing. In order to manage your teams properly, you need to lead them to greatness. It will always come back down to leadership. Managing other people’s behaviours is energy draining. It takes time to monitor and control the way people interact with each other, constantly looking over their shoulder telling them what to do.

When you lead however, people will listen. They will take your advice, question you to get clarity because you are open minded and non-judgemental, thoughtful in your approach, have a humble yet clear way of guiding them, will inspire them with your own actions and encourage self growth because you are not afraid to acknowledge that you are human too and do not know everything. But you will not be limited either.

A good leader is always restless.

  • Looking for new ideas, new ways to grow personally and grow their team.
  • The restless energy will create a environment of excitement that there is more to come and prevent everyone from stagnating.
  • That need to motivate people is gone because the positive energy permeating the whole work space is conducive to self empowerment, self growth and self motivation.

A manager’s job – is to motivate, control and enforce a results orientated environment attached to performance management systems that is a killer to work with. A Leader will be supportive, guide their teams to becoming accountable and taking responsibility for their own results, helping to set high standards and achieve through a powerful output/achievement mentality.

There is a difference between a Positional and a Relational leader according to John Maxwell’s teachings. Now that is powerful! The insights that I personally gained from that statement really resonated with what I always believed about being a leader.

In simple terms..having a title does not make you a leader. Your ability to influence, inspire and gain respect from people around you is what makes you a leader. Your relationships with your team are a true reflection of your leadership abilities. Not your title. That is your position. What you do with that title to build the people around you, will put you leagues ahead of your counterparts.

Everyone deserves respect and to be acknowledged for their hard work that got them to that position. But your ability to influence, communicate and serve your team, will give you the staying power and effectiveness that you need to take your company to levels of greater excellence.

Innovation, flexibility, relationship building, values, respect, attitude, intentions, questioning way, communication skills and honouring the human being in each of your team members will prove you to a world class leader.

Know your people, not just about them!

  • Truly understand their own needs, dreams, wants and aspirations. Link that to your own vision.  Then work together to achieve it.
  • Be supportive.
  • Be innovative and keep up with technology and the times that are ever changing.
  • Adjust your own belief systems.
  • Empower, encourage and excite your people.
  • Ask questions and actually listen.
  • Network with your own people.
  • Celebrate all your victories.
  • Take ownership of your results and your people’s achievements.
  • Be willing to be afraid. Fear of the unknown is the biggest killer of potential.
  • Seek to find out what scotomas are holding you back from achieving greatness.

I wish you brilliance in your journey going forward, knowing that learning to lead is a lifelong process of growth. One that is hugely fulfilling to know that you have the ability to take the potential of your people and create more leaders. Knowing that your power to grow your own team is in your hands and that you never have to do it alone.

Leave a legacy of awesomeness!

Until the next time, take care and have fun!

Ms Arthie Moore




+27 (0) 72 439 4220



Strategic Team Building and Strategic Planning

New to the fold of Celebrating Humanity International, are the eCaps strategic planning programmes.


eCaps – as a stand-alone Strategic Planning programme is simpy awesome in its outcomes, execution and long term results.
When added to the web-based strategic plan management and performance management elements – it is simply outstanding.


Celebrating Humanity International is now supplying its various team building, team conflict resolution and diversity management programmes as a front-end to the eCaps StratPlan.

Working in conjunction with Ezio Gori and Associates, we offer a Project Technical Team Building for project and programme management teams. Our results – thus far – have been absolutely awesome!

Millennium Challenge Zambia

MCA-Z Zambia


Please give us feedback…

Diversity Logo 2 2014We are setting up a new diversity training and team conflict resolution website – please can you read through the blurb below and let us know what you think. (The “gossip” is in South African slang.)

Would you attend?

What? Diversity Training that is fun, exciting and life-changing? Of course! If you choose the Celebrating Humanity way!

OK. So, you have some people challenges at the office – or the HR manager says that you have to have diversity training!

Begrudgingly, you start to search the internet – and your people get wind of it.

The rumours and the gossip are running up and down the corridors. “Psst – They say that we are going to have to hold hands and hug each other.”, “I hear that it is an old apologise-for-the-blerry-past session.”, “No, seriyis broer, you are in deep trouble.”, “Ja, no, well fine – le them just try!” We sisi – just you wait wena – they are going to fix you!”

They are simply not happy and say they will not attend! Scary stuff.

And then you get really lucky! You find us. And you can see immediately that these Diversity Trainers are really different! Note to GM “This could just be the best team build our diverse team has EVER experienced!”

Yes! You had better buckle your seatbelts – because this is no ordinary diversity ride!

Be careful to enjoy yourself!  You may just crack your face with laughter as you zip away stress, build respect, understanding and remove conflict – in this wonderfully exciting team building atmosphere!

Questions that everybody asks!

  1. Will it be more blah, blah blah? – Nope! NOT here! Now if you are looking for the more mundane – often boring – chalk-and-talk death by PowerPoint, SAQA accredited sessions you are definitely in the wrong place. This is not for you!
  2. If you seriously want to hug and apologise for the past you will need to find another supplier. We deal with how we can respect and understand each other in order to build a future together, today!
  3. If you want some groups to be punished and others to be praised – keep on surfing the web! We cannot help!

You are in the right place – if you are looking for a team that:

  1. Wants to have fun and make a difference in the world!
  2. Knows each other – on a deep level.
  3. Feels respected and are respectful.
  4. Works as a powerful and united – diverse team.
  5. Knows, respects and understands the many diversities in the workplace and society.
  6. Knows how to communicate and build relationships – at a family, team and customer level.
  7. Understands that we build each other and for each other.
  8. Is clear of their past challenges and are committed to a future – in your organisation.
  9. Is responsible and accountable.

Beekman Pinetown 30 June 2012 003

Personalities – Fun Controller – Bully

The Fun Controlling Personality.

If you are the kind of person who loves fun, and is always looking for ways to make people laugh – you need to be careful. Whilst fun people are essential, to any organisation, some of their other habits can be quite destructive.

There are two basic types of fun controlling personalities:-

1)      Leads by making work fun. People are motivated and rally to their call. They joke with their team.

2)      Controls the fun and can often be far less fun than he/ she believe. They often belittle people to get their laughs and are bullies.

In our team conflict resolution workshops we often find people who have individual challenges with each other. In a recent team building some delegates spoke of challenges with “groups” of people.

When we tracked this back, we found out the 2nd type of controlling fun personality was the foundation for this challenge. He is the type who jokes at other people and, in so doing, draws in a group. Which group also laugh at their victim of the day.

We then have a “cool kids vs nerds” scenario. And essentially it is blatant bullying. The person who starts it all feels great, he has his fawning audience, who laugh at every inane thing that he says. He feels appreciated and has no idea how he is hurting the target of his abuse.

Other possible challenges for a person with this personality type:-

1)      They generally cannot take guidance or criticism – and will complain at length to others when brought into line.

2)      They can over-control and force people to have fun in the way they like to do so.

3)      If work is not fun they can be very negative.

4)      They do not like conflict – as it is not fun. Yet they are often the cause of the conflict.

5)      Once they have a good joke, they try and tell it to as many people as possible. They often catch the same victims over and over again.

6)      They do not like to be embarrassed.

They often try and joke their way out of serious situations. Thus they do not face up to problems and are seen as unreliable.

The positives

1)      They can make excellent leaders who motivate and inspire and always make sure that work and life are enjoyable – for their team.

2)      They love fun and can normally put together great events.

3)      They can be fearless when seeking fun. Often they will be the first on the dance floor. Bungee jumping, cliff swinging and parachuting suit them perfectly.

4)      They can be that spark that brings laughter to otherwise intense projects.

Brian Moore

Racism, or Personal Freedom – a Perspective

During that late nineties, I was participating in the Dusi Canoe Marathon, between Pietermaritzburg and Durban, South Africa. The annual race goes from city to city and through the rivers and mountains, of deep-rural KwaZulu-Natal.

The thieves

The river was low and I was unfit. This placed me right at the back of the pack, on the second day. I was followed only by the sweeps.

Soon after I had paddled, scraped and dragged my kayak past a school – which the canoeists had sponsored – I was surrounded by about 6 knife-wielding youngsters. “Give me your watch!” they demanded.

I quickly climbed out of my canoe, and defensively raised my paddle, as I moved onto firm land. I could see two canoeists standing there and sought the safety of their company.

“Vimba! Vimba” (Stop him! Stop him!) They cried out in isiZulu.

I kept moving towards these Johannnesburg canoeists, as I swung my paddle at the boys. From behind me I heard a plaintive voice, “Give them everything that they want. It is not worth it!” I realized that I was not going to get much support from the two paddlers, and reluctantly handed over my watch.

I was then, the chairman of Stella Canoe club, and the chairperson of the Valley Assistance Fund – which had been founded by the Natal Canoe Union to fund schools along the course of the 120km marathon. And I had facilitated the funding of a local school, in that area. In fact, I could actually see the school, from where I was being robbed!

I was so outraged, that regretfully I decided to pull out of the race. I was emotionally burnt. As I walked along the banks of the river, carrying my kayak, I began to think. “How could these BLACK people rob ME? After all that I have done in these valleys, for THESE people?”

As my feet ate up the kilometers, I started to picture all of the people who had helped me in my quest to bring safety, peace and development to canoeing – and into the valleys. Up popped images of the local Chiefs Mlaba, Bhengu, Maphumulo, Shangase and more. Then came their Indunas, community leaders, canoeists, funders and local youngsters. Most of them happened to be black people.

It was at that point that I switched my thinking from “black people” to thieves. And my anger began to fade. Irrespective of their colour – I had been robbed by thieves! And this is what I told the sympathetic canoeists at the overnight campsite.

An interesting aside, which places the courage of our three canoeists into perspective… (Yes, you can laugh!) A few hours before we were set upon, a 14 year old girl was accosted by the same group of thieves. Young Lorna took her paddle and chased the thieves away! So much for the courage of the “Give them what they want,” brigade!”

A Hijacker

James, a friend of mine, was driving his van through the Free State province, when he saw a WHITE hitchhiker. So he stopped, found out where he was headed, and told the guy to get on the back of the van.

As the miles unfolded, the hiker signaled that he was cold. James, in his kindness, stopped and let him into the front. As they drove, James was on the phone to people in the Prison’s department. The hiker sat silently beside him.

Suddenly, on a deserted highway, the passenger pulled out a gun, and told James to pull over. “I have just come out of prison. You are very lucky, my friend, that you are helping people, in prisons. Otherwise I would have shot you and taken your van.” He said in a thick, Afrikaans accent.“ He too, had changed his view of James.

So was this a WHITE AFRIKAANS person, who came close to killing James, and stealing his vehicle – or was it simply a hijacker? Again, I know many white people, and Afrikaans – speaking people. Good folk. As good, as the people, in the valleys. So, I prefer to say “hijacker.”

There is a lot of freedom, in seeing thieves – as thieves. And not as a race, colour, or culture. Sadly when we view people through our prejudice, it is far too easy to hate en-masse. And that is not a mind-set that I want to have.

Racism brings with it fear, suspicion and hate. It also brings separation and isolation. Each of these are emotionally-debilitating. My feeling is, that it is a way of being, that has been around for far too long.

Set yourself free, if not for your sake, then do it for your children.

Brian V Moore – 7 March, 2014
Celebrating Humanity International

Brian - Day 2 Dusi 1992

Building workplace relationships, between management, and shop stewards.

Celebrating Humanity Case Study.
Workplace Relationships in South Africa.

It is possible to build workplace relationships,
between management, and shop stewards.
(“I feel like a celebrity because management recognises me!” Shop steward.)
(It was like it was the day of Reconciliation. We have agreed that as from now onwards we will work together.” Shop steward.)

Out of the era of Apartheid and the twenty ensuing, and often antagonistic, years – have come very hard negotiations, strikes and even deaths resulting from workplace disagreements – between staff, their representatives and management.

As has been seen more recently, the police force has been brought in on occasion, to quell riots and insurrection with tragic consequences.

Intense Workplace Conflict

In some of these more intense cases there appear to be other political and power-driven forces, at play – such as in the Marikana strikes. These unfortunate and unacceptable incidents go way beyond normal workplace challenges.
Celebrating Humanity teams have not yet dealt with these highly-charged types of conflicts.
As such, they are not included in this case study.

We would however, really appreciate the opportunity to make a difference in the future of the people involved. It may not be easy, but we are up to the challenge.

Management working with, or versus, shop stewards

We have been running these programmes since 2001, across South Africa, in Namibia, Swaziland and Zambia.

Our focus has been on the more common, difficult, everyday workplace relationship challenges, which exist within teams and fairly recently, between management and shop stewards.

This is a case study, on the latter, to highlight these challenges and the incredible results that the Celebrating Humanity Team Unity programmes are achieving, in resolving them.

The nature of the programme, the methodology and the measures that are put in place to bring long-term sustainability, ensure that conflict is easily resolved, comfortably cleared and left in the past. Common peer-created behavioural values and the resultant accountability help to build these unlikely teams, into cohesive and respectful units.

By the end of the programme – each person is left with the responsibility to manage their own actions, and guide the actions of their team members whilst still performing their roles and responsibilities – as shop stewards, team members and management.

This ensures swift, easy, responsible and mutually fair outcomes to negotiations and opens up communication at all levels.


The biggest challenges arise out of issues of disrespect and a lack diversity understanding – which result in ongoing and unnecessary conflict.

When this is recognised, as a challenge, management often deal with it in the traditional way – through lectures on diversity, prejudice, racism, history and Apartheid. This often has the result of alienating some people and making others feel “justified” in their poor behaviour – and seldom solves anything. In fact, it may add to the conflict and the separation of the perceived “groups.”

Another challenge is the concept of the separation of worker and management. A “them and us” situation has developed since the beginning of the industrial revolution. The two groups do not see themselves as colleagues – they view each other as the opposition. Each side is seen by the other – as greedy, opportunistic, disrespectful and selfish. And of course the old “racism” accusation will also often rear its head.

From this, the conflict is blatant and the emotional separation between workers and the management team is set. Any challenges are handled in an aggressive and combative manner. This is often emanates in a subtle, sneaky and dishonest ways.

Recently, a general manager spoke to us – before the interventions, about one of the shop stewards in his organisation, “He is such a wonderful person when we sit down and talk, privately. He will agree with me on many issues. But when he is in a meeting with other shop stewards, he turns into a totally different person and will actually deny that he has agreed, or discussed anything. It is like working with Dr. Jekyll and Hyde.”

Historical dynamics – still at play.

There was a time in South Africa when management was dominantly white and male. And the workers were dominantly black and male. The advantaged vs the disadvantaged.

This naturally led to a separation on the basis of colour, race and wealth. The two sides spoke of each other in terms of colour. The management team was known as the “Abelungu”, “Umlungus” (“whites”) and the workers were known as the “blacks”, or other more derogatory terms.

  • We received this feedback, in a 6 month follow-up session, “As a shop steward I was always working out of anger. (Before the course.)
    • I saw managers as my enemies – as “white” and “managers.”
    • I would not accept anything from a “white person”

Now I see people as people.

  • I treat all people as human beings.
  • I have let my racism go.
  • I feel so free.”

Fortunately the demographics, of the two groups, have begun to change – with other race groups and women entering the workplace.  Yet, managers, no matter what their colour, are still known as the umlungu (singular) – or abelungu (plural.) This now has more to do with their position as “the boss”, and the “payer of salaries”, than their race, or colour.

Division and diversity.

When people who work in the same business or organisation, see themselves as separate entities, it is very easy to for them divide and be in conflict. This does not only happen between workforce and management – but also within the teams at different levels. Such as, levelism, departmentalism, gender and education

Naturally, the normal human challenges of personality, disrespect, communication styles, working styles, religion, upbringing and attitude, also come into play. These surprisingly outweigh the issues of race and colour, as they are normally the challenges that are unfairly blamed on racism.

This sets the foundations underlying workplace conflict, for poor, ineffectual and incorrect communications, difficult and protracted negotiations, work stoppages, go-slows, poor quality service, tardiness, absenteeism and limited productivity.

The resolution process.

Our Celebrating Humanity teams are normally called in when the situation has become extremely uncomfortable for all parties and when the business, or organisation, is being negatively impacted.

Often we get the call, when all other options have been exhausted. In the Limpopo province – of South Africa – we were told, “We have had diversity trainers and 2 psychiatrists here to fix this – what makes you think that you can make any difference?”

Fortunately, our teams are always up for the challenge. Whether it is at a late stage, in a new team, or when a team is just beginning to experience interpersonal challenges the outcomes are always positive.

(The programme was a great success in Limpopo.


These simple principles form the foundations for the successful resolution of conflict, or division, within teams.

1)   We never focus on the “trouble-makers”, or even the “problems.”

2)   We are guided by our belief – “At the level of respect all people are equal”. This ensures that we do not arrive with any judgement.

3)   We never focus on the problem, or the “problem people.” In fact, we do not even want to know which team members, have been the cause of the conflict.

4)   We build the African concept of neighbourliness, into the team. (In many rural areas neighbours will actually assist each other in building their homes – with no thought of compensation. This Ubuntu concept (Omakhelwana) of “building for each other” is carried into the team unity programme and into the workplace. We are here to build each other.)

5)   Some other foundational principles, include:-

  1. We add to each other.
  2. Respect people in the ways in which they wish to be respected.
  3. Life rewards action and not thought.

Our methodologies

1)   It is important that the facilitators understand, work with and develop their own understandings of diversity – in order to build understanding and remove misunderstandings based in language, race, culture and religion.

  1. These elements form a foundation of our inter-team competitions. And build the understanding of how we add to each other.

2)   Change instruments used include music, dance, competition, and fun and story-telling.

3)   Teams and individuals are built through:-

  1. Fun-based team games, skills development, diversity understanding, humanisation, interpersonal interaction and communication exercises, on the first day.
  2. On the second day the team how they will and won’t interact, they clear their historical challenges, and commit to their behavioural agreements.

4)   Sustainability is then assured, through on-going “relationship management meetings”, which are based in the code of conduct created in (3b.)

Case Study

A large hospitality group, in South Africa.

Our task – to develop working relationships and respect between shop stewards and management.

The programme – The Celebrating Humanity Mini-Harvest Diversity Team Building and Team Unity programme.

Actual challenges.

  1. An emotional distancing and separation of the two groups.
  2. Little or no understanding of their commonality of purpose, in the workplace. They all have a responsibility to ensure the smooth running of the business that supports their families.
  3. An unawareness and disregard of the critical roles played by both sides – as shop stewards and managers – in just, happy, effective and successful organisations.
  4. A distinct lack of diversity understanding from all sides, resulting in poor working relationships and often unfair, and unrealistic, decision making.
  5. Challenge communication techniques. Opposing sides would negotiate out of past history, previous interpersonal challenges and anger.
  6. Managers and shop stewards had numerous unresolved issues.
  7. There were hidden agendas on both sides.
  8. Workers and shop stewards generally did not feel empowered to discuss challenges with managers and vice versa.
  9. Mistrust, miscommunication and poor communication resulted in long and protracted meetings and discussions.


The HODs and Shop Stewards have:-

  1. Undergone the initial 2 day team unity programme.
  2. Determined a peer-created and managed code of conduct.
  3. Cleared past interpersonal challenges.
  4. Committed to the future relationship.
  5. And met in their first follow-up Values Circle meeting, to cement the relationship – after nearly 6 months.

The outcomes of this highly unique relationship-focused programme have been outstanding.

The following graphic shows the process.

The relationships and communication are maintained through ongoing monthly meetings. And each delegate has personal and ongoing free access to the facilitators, via email and phone.

Testimonials, feedback and comments

The following feedback was received at the end of the 1st Values circle follow-up meeting. The relationships have improved amongst all role players.


  • There is better awareness of myself and of how other people operate.
  • I have a much better working relationship with the GM, now that I understand the difference in our communication styles. I am visual and he is audio. This helps a lot in our relationship.
  • (GM) I was more on a computer than in communication with other people. I was not used to being with people regularly on a face to face basis.  It has been hard to make the change. I now realise how important it is to cultures and the personalities.
  • We find that working with the Yes values before the meeting changes the tone of the meeting. It is far more easy now that we are not focusing on the negatives.
  • We have much better relationships with the shop stewards.
  • I have found that it is really important not to treat people as you want to be respected, but is more important to treat other people as they want to be respected in terms of their own cultures.
  • My biggest thing has been to trust my staff and let them do things, and letting them make their own mistakes. (How has it worked for you?) Well they have shown me that they can do the work!
  • Being respectful and humble opens up communication – my team treats me in the same way.
  • I have made sure that I call each person by their name – and this has built the relationships by ensuring the human touch.
  • I have been listening more – and it is making a difference.

Shop Stewards

  • Now at work – I feel like a celebrity because management recognises me!
  • I  have changed (Shop Steward)
    • I am greeting with respect.
    • I am treating all people with respect.
    • I am always getting my team to work with better teamwork – as we all have a common goal.
    • There is much improved communication with various HODs.
      • I didn’t know the shop stewards and now I do.
      • I am getting to know people better and letting people know me better.
      • I really love the interaction – the GM even talks to us – it really builds trust.
        • The atmosphere has really changed dramatically – it was a real mess.
        • We can now talk.
        • I have noticed that there were people that no-one would talk to.
        • Attitudes have changed.
        • “As a shop steward I was always working out of anger. (Before the course.)
          • I saw managers as my enemies – as “white” and “managers.”
          • I would not accept anything from a “white person”

Now I see people as people.

  • I treat all people as human beings.
  • I have let my racism go.
  • I feel so free.”

Outside observations

  • As a shop steward who did not attend the course, I have seen huge changes in the team.
    • Previously I was always getting people coming to me and complaining to me about how a manager had shouted, or sworn at them. I am not getting any of those complaints anymore. I am now dealing with the normal day-to-day challenges on behalf of the staff.
    • Recently somebody came to me to talk to a manager on their behalf. Because of the new atmosphere, I told him to go and speak to the manager directly. Two days later he came to me and said that it was all sorted out. He was so excited.
    • My job is so much easier now.
    • I was not at the team building but I have experienced a big difference.
      • The directors are speaking to us. We know them and can interact with them.
      • If you are sick they understand and find ways to help you.
      • It is great.
      • We have really benefitted. At our unit there was a separation between Shop stewards and Management.
        • But what I have realised is that we were all together as a team, helping each other.
        • Through our communication we managed to come up with solutions for things which we were failing to resolve.
        • It was like it was the day of Reconciliation. We have agreed that as from now onwards we will work together.
        • We have agreed that they will visit us more often and we sit and discussed what was not happening before.
        • We have learnt to listen to each other and to acknowledge each other.
        • It was a reward to me, I would like to recommend that we should have this twice per year and that the training should flow down to our Junior staff or everyone in this unit.
        • Together we can achieve the strategies of our business.
        • I have really enjoyed it!!!


Other Interesting Outcomes

  • Our family life has changed. I am able to also able to be with them as individuals.
    • I had a problem with my son – he was struggling at school, until I came to the course. I found out that he was a visual learner. I spoke to him and was able to help him – and went to his school.  From being right at the bottom of the class he is now excelling, he is now the best.
    • I am very grateful.
    • It is easy to tell people what you like about them, it is not that easy to tell them what we do not like.
      • I have organised regular meetings to do that – we call it a TRC (Truth and Reconciliation Commission).
      • It was quite hard at first but the guys are speaking up.
      • We don’t keep grudges – we clear anything that upsets us.
      • Sometimes it is something really small – but it sits heavily on that person. Small things can really burn a person.
      • Now at work – I feel like a celebrity because management recognises me!

Outcomes – after 6 months.

  1. There is a definite and visual improvement in the respect, understanding and communications between staff members, shop stewards and management.
  2. There is acceptance of the roles and responsibilities of both shop stewards and management from both sides.
  3. Relationships amongst managers, and amongst shop stewards are also far better.
  4. The relief at finally clearing issues, and discussing challenges, is palpable.
  5. Team members are now open to direct, clear and respectful communication.
  6. The respect extends to all team members and to clients.
  7. Workplace conflict is now resolved, within the code of conduct, by any of the affected parties who completed the course.
  8. Negotiations are friendly, fast and fair.

A Tswana proverb perhaps reflects the strongest outcome.

“Ntwa kgolo ke ya molomo”
(The highest form of war is dialogue.)
Meaning that there is no need to fight, if we talk about issues, we will find resolutions – peacefully.


Brian V Moore – Director, Celebrating Humanity International

Contact details

Mobile: +27 643 4457

Website 1. www.conflict-resolution.co.za

Website 1. www.corporateteambuilding.biz

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12 Top Lessons from our Granny Jones

A friend asked me, at my mother’s wake on the 4th of May, 2013, what the one most important value that I learned from my mother. I told him that it was courage.

I then thought about the other lessons that she brought to us, and here they are. Please feel free to share them!

Granny Jones’ 12 top tips for living life to its fullest!Jean Moore - Mom - Family Photo Web size

In loving memory of Jean Frances Moore – 1926 – 2013 (Also affectionately known as, Granny Jones.)

1)      Be courageous. Never ever give up, no matter what the circumstances.

2)      Never stop singing and dancing – live life to the fullest!

3)      Always love yourself – because you are No.1! And don’t let anyone tell you different.

4)      Always do more than you are paid for.

5)      Always be there for your family.

6)      Have integrity – stand firm against corrupt people and companies.

7)      There is always another way. Do not be disillusioned when your path is blocked – you will find a solution.

8)      There is always time for laughter, a smile and a naughty joke!

9)      Don’t let your age be an excuse. Dye your hair and live like it is your natural colour!

10)  Energy, enthusiasm and action are all you will need to succeed.

11)  You don’t need a car, money and resources to build a great business and an excellent life. Go for it!

12)  Leave your legacy. If you have a dream, don’t wait, do it now!

Thanks tons for the memories, mom!



Workplace Bullying. “Work Shouldn’t Hurt – ontheMARC.org”

Work Shouldn’t Hurt – ontheMARC.org.

The Celebrating Humanity Team Conflict resolution programs, remove workplace bullying, by placing the power for managing relationships safely and firmly in the hands of all team members – after developing the skills set necessary to do so.

Here is part of and article about bullying – which also list the many types of workplace bullying. Have you experienced bullying? Which type was/ is it?

“We’re all fed up with the reported incidents of bullying that have been dominating the headlines lately. And we have every right to be.

I just hope that we’ve reserved a portion of our dismay for the workplace bullies who may lurk in our midst wreaking havoc on folks in the next cubicle, lab or conference room, or yelling, screaming and cussing on the other end of the phone, or from another culture. And well we should because bullying is anathema to who we say we are from the duality of respectful and ethical behavior. 

Still not convinced?

Well if money is primarily what motivates you, think about this for a second: According to report after report, workplace bullying can cost a Fortune 500 company millions of dollars annually. In short, workplace bullying can take money out of your pocket.

Wait now, did some of you say, “Hey Howard, here you go blowing smoke again. Bullying doesn’t happen around here because I don’t see it. And besides, nobody’s brought it to my attention, so this is a non-issue.” Well, there are two problems with that mode of thinking. Problem one is that modern “practitioners” of workplace bullying have gotten slicker and subtler with how they operate and have fine-tuned the art of “kissing up and kicking down.” So you may not witness it. The second problem is that more often than not, many targets of workplace bullying just keep their mouths shut and grin and bear it, even more so during such tough economic times when the job market is so tight. So it can and does happen.

A universal definition of workplace bullying does not exist. But here’s the definition I’ve used over the years: Intentional workplace bullying is a pattern of unwelcome (overt and subtle) behaviors on the part of an individual whose actions are aimed at controlling the target of the behavior. The effect is psychological harm thereby hampering the target’s ability to perform his or her job.

In his seminal work, Bully in Sight; How to Predict, Resist, Challenge and Combat Workplace Bullying, the late Tim Fields says that workplace bullying is triggered when “one person, typically (but not necessarily) in a position of power, authority, responsibility, management, etc. feels threatened by another person, usually (but not always) a subordinate who has the qualities of ability, popularity, knowledge, skill, success, etc.”

The image of the “schoolyard bully” who engages in verbal threats and physical intimidation is the one that’s naturally conjured up when people think about bullying, an image that’s been hyped in the news media. There are, however, many more subtle and insidious ways to bully others. The worst bullies are those passive-aggressive individuals, usually colleagues, who find subtle ways to bend others to their will. Workplace bullying raises its head in a variety of ways, among them, according to Tim Fields:

  •     Pressure bullying or unwitting bullying is where the stress of the moment causes behavior to deteriorate; the person becomes short-tempered, irritable and may shout or swear at others. Many do this from time to time, but when the pressure is removed, the behavior returns to normal, the person recognizes the inappropriateness of their behavior and makes amends.
  •     Institutional bullying arises when bullying becomes entrenched and accepted as part of the culture. The threat of “agree to this or else,” and increasing workloads as “pay back” are typical manifestations of this form of bullying.
  •     Economic bullying is an offshoot of institutional bullying characterized by “you better be glad you have a job during these tough economic times.”
  •     Client bullying is where employees are bullied by those they serve, e.g. staff are bullied by customers. Often the client is claiming their perceived right (e.g. to better service) in an abusive, derogatory manner.
  •     Serial bullying is where the source of all dysfunction can be traced to one individual, who picks on one employee after another.
  • Secondary bullying is mostly unwitting bullying, which people start exhibiting when there’s a serial bully in the department. The pressure of dealing with a divisive serial bully causes everyone’s productivity to decline.
  •     Gang bullying is a serial bully with colleagues. Gangs can occur anywhere but flourish in corporate climates. If the bully is an extrovert, he or she is likely to be leading from the front; they may also be a shouter and a screamer, and thus easily identifiable. If the bully is an introvert, that person will be in the background initiating the mayhem but probably not taking an active part. Introvert bullies are the most dangerous types.
  •     Vicarious bullying is where two parties are encouraged to engage in adversarial conflict. One party becomes the bully’s instrument of harassment and is deceived and manipulated into bullying the other party. An example of vicarious bullying is where the serial bully creates conflict between employer and employee, participating occasionally to stoke the conflict, but rarely taking an active part in the conflict himself.
  •     Regulation bullying is where a serial bully forces their target to comply with rules, regulations or procedures regardless of their appropriateness, applicability or necessity.
  •     Cyber bullying is the misuse of e-mail systems or the Internet for sending aggressive messages.”


Why Does Great Collaboration Require Good Conflict? « Center for Conflict Dynamics

When did the term ‘conflict’ get such a bad name? In my work with teams over the last 25 years all around the world, I have never found a high performing team that did not have moments when team members disagreed, debated, or argued. These teams all had a healthy respect for the value of not only having differences of opinions or perspectives, but for having learned how to manage themselves as they worked through the discord or tensions precipitated by their disputes. High performing teams have a high degree of emotional intelligence and recognize that they must go through a process of learning how to first listen to and understand diverging points of view before they can evaluate them and arrive at a converging consensus.

via Why Does Great Collaboration Require Good Conflict? « Center for Conflict Dynamics.

Arthie Moore: Respect for Time.

espect for Time!

Now I realise that this is an age old discussion within the work place, within relationships, within individual encounters in social interactions and at home.

Yet, I find it imperative to bring it up again. Respect for time is not something that we as adults want to be chatting about, discussing and dissecting in a time when it has been spoken about and killed as a subject.

But I find that as we proceed with caution, trepidation and much fear into a world filled with diverse cultures within the workplace – time management, puntuality and a lack of respect for people’s time, has become really prevalent in a seriously negative way.

People seem to love the new excuse of “this is my culture”, that is why I am late, do not arrive or will even give you the courtesy of knowing that I am not attending a meeting or function.

When did we as human beings become so disrespectful that we believe that we can use our beautiful cultures and traditions as an excuse for our disgusting behaviour. There are millions of people who have similiar if not the same cultures who do not use their inability to respect time, as an excuse.

via Arthie Moore: Respect for Time..